Business Performance Management

by Ross Maynard
access120 days access
cpd hours4 CPD hours
price£75+vat

This course will enable you to:

  • Understand the basics of business performance management (BPM) and the relationship it has with organisational strategy
  • Understand the dynamics of your business by exploring organisational models
  • Learn about the value of data and how to present it in the most helpful way for BPM
  • Create agile team structures that maximise the effectiveness of performance management
  • Improve business performance by identifying and dealing with a problem's root causes

Business Performance Management (BPM) plays a crucial role in enabling organisations to achieve their goals. But BPM is a huge undertaking and deciding how to successfully implement it in your organisation can be a difficult task.

This course explains the essentials of BPM, and helps you to create the right measures. You will learn how to collect accurate and useful data and to analyse it. Finally, the course will help you create a team structure to manage the process efficiently.

Establishing the objectives

  • What is business performance management?
  • The fundamentals
  • Why we need to manage performance
  • A brief history of business performance management
  • The role of management
  • The purpose of the organisation
  • Setting objectives
  • Mission and objectives
  • What is strategy?
  • Creating a mission statement
  • Your performance

Making measures

  • Making measures
  • From objectives to measures
  • Management by the numbers
  • The rise and fall of management by the numbers
  • Business excellence
  • The rise of business excellence
  • Critical success factors
  • Selecting performance measures
  • From critical success factors to performance measures
  • Define your organisationís performance measures
  • Measuring your success

Analysing data

  • Studying the data
  • Bad analysis leads to bad decisions
  • Better thinking, better results
  • The three measures
  • Process output measures and in-process measures
  • Creating process output and in-process measures
  • When things go wrong
  • The management report
  • The thought report
  • Using performance measures to solve problems
  • Testing the process

Creating a structure

  • A suitable structure
  • Beginning to build
  • Forming a team
  • Creating a framework
  • Holding weekly meetings
  • The tools we need
  • Creating and developing teams
  • Planning for improvement
  • How you see it
  • Thinking structurally

Improving business performance

  • Improvement culture
  • The right tools
  • Problem and goal statements
  • Getting involved
  • Root cause analysis
  • Kaoru utilises the five whys
  • Process problem solving
  • Working out solutions
  • Testing and implementing solutions
  • Parting words
  • Self-improvement
  • Getting started

Ross Maynard is a Fellow of the Chartered Institute of Management Accountants. He has worked as a consultant and trainer for over 20 years, specialising in process improvement and lean for finance teams. He has presented at lean conferences in the UK, Australia, Italy and Denmark and has written many articles and blogs on process improvement. These can be found at www.ideas2action.co.uk

Ross is author of "Successful Business Growth in a Week" published by Hodder and Stoughton in 1998.

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